2017 Edelman TRUST BAROMETER™- Global Results

The 2017 Edelman TRUST BAROMETER™ reveals that trust is in crisis around the world. The general population’s trust in the institutions of business, government, NGOs, and media declined broadly, a phenomenon not recorded since Edelman began tracking trust in 2001.

For more information, visit www.edelman.com/trust2017

January 17, 2017 Correction: A previous version of this report incorrectly represented the data associated with “Leave the EU” and “Remain in the EU” on slide 30. The numbers reflected have been updated.

2017 Edelman TRUST BAROMETER™- Global Results

1.
2017 Edelman
Trust Barometer
Global Report
1

2.
Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
2017 Edelman Trust Barometer
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500),
Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
2
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population

3.
Trust in Retrospect
3
Rising Influence
of NGOs
2001
Business Must
Partner with
Government to
Regain Trust
2009
Fall of the
Celebrity CEO
2002
Earned Media
More Credible
Than Advertising
2003
U.S. Companies
in Europe Suffer
Trust Discount
2004
Trust Shifts from
“Authorities” to
Peers
2005
“A Person Like
Me” Emerges as
Credible
Spokesperson
2006
Business More
Trusted Than
Government
and Media
2007
Young Influencers
Have More Trust
in Business
2008
Trust is Now an
Essential Line
of Business
2010
Rise of
Authority
Figures
2011
Fall of
Government
2012
Crisis of
Leadership
2013
Business to
Lead the Debate
for Change
2014
Trust is
Essential to
Innovation
2015
Trust
in Crisis
2017
Growing
Inequality of Trust
2016

4.
2016: The Inversion of Influence
4
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed
Public and Mass Population, 28-country global total.
Mass
Population
85% of
population
48 Trust Index
15% of
population
60 Trust Index
Informed
Public
12pt
Gap
Influence
& Authority
Influence
Authority

10.
50% 55 53
48
42
53 52
43 41
Trust in All Four Institutions Declines
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population,
28-country global total.
10
Percent trust in the four institutions of government,
business, media and NGOs, 2016 vs. 2017
Business MediaNGOs Government
Two of four institutions distrusted
Neutral
Trusted
Distrusted
-2 -1 -5 -1
20172016

16.
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a
company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box,
Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample.
16
Credibility of Leadership in Crisis
Percent who rate each spokesperson as very/extremely credible
CEOs
37%
Credible
Government
Officials
29%
Credible

19.
Without Trust,
Belief in the System Fails
19
How true are each of the following?
Sense of Injustice
Desire for Change
Need forceful reformers to bring change
Lack of Confidence
No confidence in current leaders
Lack of Hope
Hard work not rewarded, children will not
have a better life, country not moving in
right direction
System biased in favor of elites, elites
indifferent to the people, getting richer than
they deserve

20.
How true is
this for you?
Sense of injustice
Lack of hope
Lack of confidence
Desire for change
53%
32%
15%
Majority Believe the
System is Failing Them
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
20
Not at all true
9 8 7 6 5 4 3 2 1
1 in 3 are uncertain
Completely true
System failing System working
Approximately

21.
Even Those at the Top Are Disillusioned
Percent who believe the system is not working
Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total
household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do
you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing”
measure was calculated, please refer to the Technical Appendix.
High-Income College-Educated Well-Informed
Top quartile of income College degree or higher
Follow business and public policy
information several times a week or more
48% 49% 51%
21

22.
Trust Critical to Belief in the System
Average trust in institutions
22
Source: 2017 Edelman Trust Barometer. Q11-Q14. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. General
Population, 28-country global total, cut by ‘the system is failing segments’.
Trust differentiates those
who are uncertain and
those who believe the
system is failing them
Trust Index
55
Trust Index
55
Trust Index
41
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing

23.
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and
subtracted from the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries
were considered below the global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned. 23
Global
France
Italy
Mexico
S.Africa
Spain
Poland
Brazil
Colombia
Germany
U.K.
Australia
Ireland
U.S.
Netherlands
Canada
Sweden
Argentina
Malaysia
Turkey
Russia
S.Korea
Indonesia
Japan
India
HongKong
Singapore
China
UAE
System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19
Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40
In 14 countries, the percent of
population that has lost faith is
above the global average
Systemic loss of faith
restricted to Western-
style democracies1 in 2 Countries Have Lost
Faith in the System
Percent of population who believe
the system is not working
Above
global average
Aligned with
global average
Below
global average

26.
Corruption Globalization Eroding Social Values Immigration Pace of Innovation
Widespread corruption
Compromising the safety of
our citizens
Makes it difficult to institute the
changes necessary to solve our
problems
Protect our jobs from
foreign competition
Foreign companies/influence
damaging our economy/
national culture
Foreign corporations favor their
home country
Most countries cannot be
trusted to engage in fair
trade practices
Values that made this country
great are disappearing
Society changing too quickly and
not in ways that benefit people
like me
Influx of people from other
countries damaging our economy
and national culture
Technological innovations
happening too quickly and leading
to changes not good for
people like me
Concerns Have Become Fears
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation
Q677.
For details on how the societal fears were measured, please refer to the Technical Appendix.
26
Percent of respondents who are concerned or fearful regarding each issue
69% Concerned
40% Fearful
55% Concerned
28% Fearful
56% Concerned
25% Fearful
62% Concerned
27% Fearful
51% Concerned
22% Fearful

27.
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of
innovation Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please
refer to the Technical Appendix.
27
Fears Further Erode
Belief in the System
Percent of respondents with various fears
who also believe the system has failed them
When fears collide
with a belief that
the system is
failing, conditions
are ripe for
populist action
Corruption Globalization
Eroding
Social Values
Immigration
Pace of
Innovation
77 79 83 72 68

29.
11
34
A Case in Point: U.S.
29
Trust Barometer Supplement: Post-U.S. Election Flash Poll,
1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016
Trump Voters Clinton Voters
25
42
67%
are fearful
45%
are fearful
Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from
the Trust Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful”
if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.
System Failing
and Fearful Fearful

30.
7
20
A Case in Point: U.K.
30
Trust Barometer Supplement: UK Supplement, 1,150 General
Population Respondents, December 23, 2016 to January, 7 2017
Leave
the EU
Remain
in the EU
54%
are fearful
27%
are fearful
Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from
the Trust Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix.
Respondents were labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social
values, and pace of innovation.
System Failing
and Fearful Fearful
LEAVE
10
44

33.
33
The Echo Chamber in Action
Facts matter less Bias is the filter No humans needed
1 in 2 agree
“I would support politicians
I trust to make things better
for me and my family
even if they
exaggerated the truth”
53%
Do not regularly listen to
people or organizations
with whom they often
disagree
Nearly
4x more likely
to ignore information
that supports a position
they do not believe in
More likely
to believe
59%
Search
Engines
41%
Human
Editors
53%52% Never or rarely change their
position on important social issues
Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important
social issue? (Sum of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe,
which of following do you typically do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost
Never,” “Several Times a year,” “Once or Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a
different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy,
please do your best to select only one of the two options given--the one that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample.
Nearly

34.
43
2012 2017
Search engines* 61 64
Traditional media 62 57
Online-only
media**
46 51
Owned media 41 43
Social media 44 41
Media as an
institution
46 43
57
51
41
64
2012 2013 2014 2015 2016 2017
Traditional Media Shows Steepest Decline
Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general
news and information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box,
Trust) General Population, 25-country global total, question asked of half the sample.
*From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.”
**From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.”
Percent trust in each source for general news and information
34
Change,
2012 - 2017
+3
-5
+5
+2
-3
-3
Owned media now
as trusted as media
as an institution
Traditional media
down 5 points
43

35.
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format
for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving
you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to
be true most often. General Population, 28-country global total, choices shown to half the sample. 35
Official Sources Are Suspect
Percent who find each source more believable than its pair
55%
Individuals
45%
Institutions
71%
Reformer
29%
Preserver of
Status Quo
64%
Leaked
Information
36%
Company Press
Statements

36.
1
60 60 60
48 46
43
37 35
29
Apersonlike
yourself
Technical
expert
Academic
expert
Employee
Financial
industry
analyst
NGO
representative
CEO
Boardof
directors
Government
official/
regulator
Peers Now as Credible as Experts
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company
from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible)
General Population, 28-country global total, question asked of half the sample.
36
Percent who rate each spokesperson as extremely/very credible,
and change from 2016 to 2017
CEO credibility decreased the
most, dropping to an all-time low
-7 -5
“People in this
country have
had enough
of experts.”
– Michael Gove,
Member of Parliament, U.K.
A person like yourself now tied
for most credible spokesperson
-3 -7 -5 -4 -7 -5 -12 -10 -6
Y-to-Y Change+−

38.
Business Plays a Role in Stoking Societal Fears
Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in
what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do
not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate
how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of
development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total,
question asked of half the sample.
38
Global population worries about
losing their jobs due to:
50% globalization
is taking us in the
wrong direction
53% the pace of change
in business and industry is
too fast
54%
55%
58%
60%
60%
Automation
Jobs moving to cheaper markets
Immigrants who work for less
Foreign competitors
Lack of training/skills

39.
Support for Anti-Business Policies
Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General
Population, 28-country global total.
39
Nearly 1in2 agree 69%agree 72%agree
Protectionism Slower Growth
“The government
should protect our
jobs and local
industries, even if
it means that our
economy grows
more slowly.”
“We need to
prioritize the
interests of our
country over those
of the rest of the
world.”
“We should not
enter into free
trade agreements
because they hurt
our country’s
workers.”
Protectionism

40.
License to Operate at Risk
Source: 2017 Edelman Trust Barometer Q667-670. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q661-
664. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q658. For the statement below, please indicate how
much you agree or disagree. (All respondents except Top 4 Box, Agree) General Population, 28-country global total, question asked of one-fifth the sample.
40
82%agree that the
pharmaceutical
industry needs
more regulations
70%agree that policy
makers should
tax foods that negatively
impact health
53%do not agree that
financial market reforms
have increased
economic stability
Regulation ReformTax Policy

41.
41
Business Expected
to Lead
Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General
Population, 28-country global total, question asked of half the sample.
.
75% agree
“A company can take specific
actions that both increase
profits and improve the economic
and social conditions in the
community where it operates.”

43.
43
Most Trusted
Business is the most trusted
among the 1 in 3 who are
uncertain about the system
The Last Retaining Wall:
Business Most Trusted
by the Uncertain
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28-
country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer
to the Technical Appendix.
NeutralDistrust Trust
% trust in each
institution
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing
Most Trusted
Most Trusted
NGOs 51 57 52
Business 47 58 58
Media 37 50 47
Government 29 53 62

44.
Source: 2017 Edelman Trust Barometer. Q732. What can businesses do that would cause the most damage to your trust in a better future?
(Please select up to five.) General Population, 28-country global total, question asked of half the sample.
44
First, Do No Harm
Actions business can take that would most damage
trust in a better future (top 5 most-selected)
1.
Pay bribes to
government
officials to
win contracts
2.
Pay
executives
hundreds of
times more
than workers
3.
Move profits
to other
countries to
avoid taxes
4.
Overcharge
for products
that people
need to live
5.
Reduce costs
by lowering
product
quality

45.
When the System is Failing,
Companies Must Do More
Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where
one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box,
Importance) Data displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe
the system is failing. General Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the
“system failing” measure was calculated, please refer to the Technical Appendix.
45
Percent who rate each attribute as important in building trust in a company
(top 5 most important shown)
56
56
58
59
62
65
66
67
68
72
Ethical business practices
Pays its fair share of taxes
Listens to customers
Offers high-quality products/services
Treats employees well
Among those who have
lost faith in the system,
expectations are higher
across the board
On average
+9pts
higher expectations
System Failing
General Population

47.
Partnerships/
programs to address
societal issues
Business practices/
crisis handling
Financial earnings &
operational
performance
Employees Most Credible
Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational
performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee
programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships
with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development?
Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.
47
Most trusted spokesperson to communicate each topic
Innovation effortsTreatment of
employees/customers
Views on
industry issues
Company CEO
Senior executive
Employee
Activist consumer
Academic
Media spokesperson
17
20 21
24
26
2121 22 23
31
26
23
53
38 37
33 32
30
28 29 29
25
22
29
16
22 22 21
23 22
9 9
11 11
13 14

48.
Which is more believable?
Talk With, Not At
48
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a
different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are
more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two
options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample.
51%
Personal
experience
49%
Data
57%
Spontaneous
speaker
43%
Rehearsed
speaker
54%
Blunt and
outspoken
46%
Diplomatic
and polite
62%
Company’s
social media
38%
Advertising

50.
A Fundamental Shift
50
Current
Tension
Old Model:
For the People
New Model:
With the People
Elites manage
institutions to
do things “for”
the people
Influence has
shifted to the
people; people
using influence to
reject established
authority
Institutions
working
with the people;
institutional silos
dissolved
Influence
& Authority
Influence
& Authority
Influence
& Authority

54.
1. Why Edelman studies trust
2. The trust-building attributes
3. Methodology
4. The sample
5. How we measured: belief that the system is failing
6. How we measured: societal and economic fears
7. About the research team
8. About the social policy team
Table of Contents
54
2017 Edelman Trust Barometer Technical Appendix

55.
Why Edelman Studies Trust
55
In modern society, we delegate important aspects of our well-being to the four institutions
of business (economic well-being), government (national security and public policy), media
(information and knowledge) and NGOs (social causes and issues).
In order to feel safe delegating important aspects of our lives and well-being to others, we
need to trust them to act with integrity and with our best interests in mind. Trust, therefore,
is at the heart of an individual’s relationship with an institution and, by association, its
leadership.
If trust in these institutions breaks down, we begin to fear that we are no longer in safe,
reliable hands. Without trust, the fabric of society can unravel to the detriment of all.
From an institutional standpoint, trust is a forward-looking metric. Unlike reputation, which
is based on an organization’s historical behavior, trust is a predictor of whether stakeholders
will find you credible in the future, will embrace new innovations you introduce and will
enthusiastically support you.
For these reasons, trust is a valuable asset for all institutions, and ongoing trust-building
activities should be one of the most important strategic priorities for every organization.
The Trust-Building Attributes
Each year, we ask respondents to rate
the importance of a series of attributes
in building trust in a company, and how
well companies are performing against
them. These can be grouped into five
clusters: Integrity, Engagement,
Products, Purpose and Operations.
These original 16 trust-building
attributes are shown on the next slide.
In 2017, we explored additional
dimensions to building trust in a
company. These new dimensions fall
into five areas, shown on the following
slide: Employee Engagement, Diversity,
Citizenship, Leadership and
Relationship-Building.

56.
Integrity 56 39 17
Has ethical business practices 56 40 16
Takes responsible actions to address an issue or a crisis 55 39 16
Has transparent and open business practices 55 39 16
Engagement 56 40 16
Treats employees well 62 43 19
Listens to customer needs and feedback 58 41 17
Places customers ahead of profits 55 38 17
Communicates frequently and honestly on the state of its business 52 37 15
Products 51 41 10
Offers high quality products or services 59 44 15
Is an innovator of new products, services or ideas 44 39 5
Purpose 45 34 11
Works to protect and improve the environment 52 38 14
Creates programs that positively impact the local community 46 36 10
Addresses society's needs in its everyday business 46 35 11
Partners with NGOs, government and third parties to address societal issues 37 30 7
Operations 40 34 6
Has highly-regarded and widely admired top leadership 42 34 8
Ranks on A global list of top companies, such as best to work for or most admired 38 34 4
Delivers consistent financial returns to investors 38 34 4
The Trust-building Attributes
Company Importance vs. Performance %
Performance
%
Importance Gap
56
Source: 2017 Edelman Trust
Barometer Q80-95. How important is
each of the following attributes to
building your TRUST in a company?
Use a 9-point scale where one means
that attribute is “not at all important to
building your trust” and nine means it
is “extremely important to building
your trust” in a company. (Top 2 Box,
Importance) Q114-129. Please rate
businesses in general on how well
you think they are performing on each
of the following attributes. Use a 9-
point scale where one means they are
"performing extremely poorly" and
nine means they are "performing
extremely well". (Top 2 Box,
Performance) General Population, 28-
country global total.

57.
Employee Empowerment 40 31 9
Empowers its employees to make decisions 41 32 9
Regular employees have a lot of influence in how the company is run 37 30 7
Supports employees joining worker’s/trade unions or other organizations that represent their interests 42 31 11
Diversity 37 31 6
Has a lot of ethnic diversity within its management team 34 30 4
Has a lot of gender diversity within its management team 36 30 6
Has a lot of diversity when it comes to attitudes, values and points of view within its management team 40 32 8
Citizenship 50 38 12
It creates many new jobs 47 38 9
The profits it makes in this country stay in this country 46 36 10
Pays its fair share of taxes 56 41 15
Leadership 38 31 7
The CEO gets personally involved in societal issues 39 31 8
The CEO is compensated based on the ability to produce sustainable, long-term growth 40 33 7
I know who the CEO is and what he or she stands for 36 29 7
Relationship Building 42 33 9
Invites the public to contribute to and help shape their products, services or policies 40 32 8
Has a public image or heritage that I can appreciate and relate to 42 34 8
Actively encourages and facilitates conversations and interactions with the public 43 34 9
Additional Dimensions that Inform Business Trust
Company Importance vs. Performance %
Performance
%
Importance Gap
57
Source: 2017 Edelman Trust
Barometer Q625-639. How important
is each of the following attributes to
building your TRUST in a company?
Use a 9-point scale where one means
that attribute is “not at all important to
building your trust” and nine means it
is “extremely important to building
your trust” in a company. (Top 2 Box,
Importance) Q640-654. Please rate
businesses in general on how well
you think they are performing on each
of the following attributes. Use a 9-
point scale where one means they are
"performing extremely poorly" and
nine means they are "performing
extremely well". (Top 2 Box,
Performance) General Population, 28-
country global total.

58.
Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500), Mass
Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
58
2017 Edelman Trust Barometer
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population

61.
How Did We Measure if People
Believed the System is Failing Them?
Four dimensions were examined to determine whether or not respondents
believe the system is failing them:
1) A sense of injustice stemming from the perception that society’s elites have
co-opted the system to their own advantage at the expense of regular people,
2) A lack of hope that the future will be better for you and your family,
3) A lack of confidence in the leaders of societal institutions to solve the
country’s problems, and
4) A desire for forceful reformers in positions of power that are capable of bring
about much-needed change.
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For each one, please rate
how true you believe that
statement is using a nine-
point scale where one
means it is “not at all true”
and nine means it is
“completely true”.
Sense of Injustice Items
“The elites who run our institutions are out of touch with
regular people” Q678
“The elites who run our institutions are indifferent to the
will of the people” Q672
“As regular people struggle just to pay their bills, the
elites are getting richer than they deserve” Q673
“The system is biased against regular people and in
favor of the rich and powerful” Q674
Lack of Hope Items
“My hard work will be rewarded” (reverse scored) Q688
“My children will have a better life than I do” (reverse
scored) Q689
“The country is moving in the right direction” (reverse
scored) Q690
Lack of Confidence Items
“I do not have confidence that our current leaders will be
able to address our country’s challenges” Q680
Desire for Change Items
“We need forceful reformers in positions of power to
bring about much-needed change” Q679
Respondents
were asked:

62.
How Did We Categorize People Based
on Their Perceptions of the System?
62
Overall system perception scores were calculated by taking the average of the nine item scores.
Respondents were categorized into one of three segments based their mean score:
• Those who averaged 6.00 or higher believe the system is failing them
• Those who averaged between 5.00 and 5.99 were labelled as uncertain
• Those who averaged less than 5.00 believe the system is working
System is failing Uncertain System is working
Not at all trueCompletely true
9 8 7 6 5 4 3 2 1

63.
How Reliable is the System Failing Measure?
63
Country
General Population
Alpha Reliability
Japan 0.76
Malaysia 0.75
Mexico 0.68
Netherlands 0.82
Poland 0.74
Russia 0.80
Singapore 0.77
South Africa 0.71
South Korea 0.75
Spain 0.81
Sweden 0.79
Turkey 0.80
UAE 0.77
U.K. 0.79
U.S. 0.73
Country
General Population
Alpha Reliability
Global Average 0.77
Argentina 0.77
Australia 0.79
Brazil 0.67
Canada 0.79
China 0.76
Colombia 0.66
France 0.81
Germany 0.83
Hong Kong 0.72
India 0.76
Indonesia 0.79
Ireland 0.78
Italy 0.79
Alpha Reliability analyses were performed globally and within each of the 28 countries. Results indicated that the scale
was reliable in every market and that all of the items tap into different aspects of the same underlying construct.
Note: Alpha levels above .6 are considered to indicate good internal reliability.

64.
In the 2017 Edelman Trust Barometer study we measured five societal fears as defined below.
Respondents rated how true each statement is using a nine-point scale where one means it is “not at all true”
and nine mean it is “completely true.”
Corruption Items Globalization Items Eroding Social Values Items Immigration Item Pace Of Innovation Item
Widespread corruption:
Compromising the safety of
our citizens (Q686)
Makes it difficult to institute the
changes necessary to solve our
problems (Q687)
Protect our jobs from
foreign competition (Q681)
Foreign companies/influence
damaging our economy/
national culture (Q682)
Foreign corporations favor their
home country (Q683)
Most countries cannot be
trusted to engage in fair
trade practices (Q684)
Values that made this country
great disappearing (Q676)
Society changing too quickly
and not in ways that benefit
people like me (Q758)
Influx of people from other
countries damaging our
economy and national culture
(Q685)
Technological innovations
happening too quickly and
leading to changes that not
good for people like me (Q677)
Scale Scoring:
Concerned = % who gave Top-
four box response to both items.
Fearful = % who gave Top-two
box response to both items.
Scale Scoring:
Concerned = % who gave Top-
four box response to 3+ items.
Fearful = % who gave Top-two
box response to 3+ items.
Scale Scoring:
Concerned = % who gave Top-
four box response to both items.
Fearful = % who gave Top-two
box response to both items
Scale Scoring:
Concerned = % who gave Top-
four box response to item.
Fearful = % who gave Top-two
box response to item.
Scale Scoring:
Concerned = % who gave Top-
four box response to item.
Fearful = % who gave Top-two
box response to item.
Societal Fears Subscales in Detail
64

65.
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Antoine Harary
Antoine is the global MD of Edelman
Intelligence. With his team of over 150 intelligence
experts, he manages international research and
consulting projects across more than 50 countries.
Over the last four years his work has been
recognized by two major awards from the
Communications Industry: the 2011 EMEA Sabre
Award for best public affairs campaign and the
2012 European Excellence award for PR
measurement.
Before joining Edelman, Antoine worked in the
automotive industry (PSA PEUGEOT CITROEN)
as a senior research manager. Antoine holds two
Masters Degrees: International PR from
CELSA/Sorbonne and Political Sciences from
Sciences Po Aix.
David M. Bersoff, Ph.D.
David is in charge of Edelman’s
global thought leadership research.
Before joining Edelman Intelligence, Dr. Bersoff
served as The Futures Company’s Chief Insights
Officer. In that role, he drove the research, data
analysis, IP creation and product development
strategy for all of their syndicated consumer
insights offers, including the Yankelovich
MONITOR.
David holds a Ph.D. in social and cross-cultural
psychology from Yale University.
Sarah Adkins
Sarah leads the operations side of all
IP projects at Edelman Intelligence.
Prior to joining the EI team, Sarah spent 8 years
at Nielsen (formerly Harris Interactive), designing
surveys, overseeing all parts of the project
management process, conducting data analysis
and working closely with clients from all
industries.
She has 16+ years of experience in market
research, with more than half of that spent in the
brand and communications industry.
Sarah graduated from Fredonia State University
with a bachelors degree in business
administration, specializing in marketing and
communications.
The Research Team: Edelman Intelligence
Edelman Intelligence is a world class research and analytics consultancy. It works to understand the mechanics of
human attitudes and behavior, organize and analyze content and conversations, and uncover connections and patterns
in complex data sets. The team is made up of experts from different backgrounds with different skillsets.
This allows Edelman Intelligence to approach challenges in a unique way – taking different perspectives to find the best
solutions to help drive growth for its clients.

66.
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Steve Schmidt
As Vice-Chairman of Public Affairs at
Edelman, Steve is a strategic counselor to chief
executive officers and senior decision makers at global
corporations, professional sports franchises, non-profit
organizations and academic institutions. Previously, he
served as a top strategist to President George W. Bush’s
2004 re-election and as Deputy Assistant to the
President and Counselor to the Vice President. During
his tenure with the Administration, Steve played a leading
role in the confirmations of Chief Justice John Roberts
and Justice Samuel Alito to the United States Supreme
Court. In 2006, Steve left the White House to lead the
successful re-election of California Governor Arnold
Schwarzenegger and subsequently served as a senior
advisor to Senator John McCain’s presidential campaign.
Steve is a graduate of the University of Delaware and
a Senior Fellow at the school’s Center for
Political Communication.
Stephanie Lvovich
Stephanie Lvovich is the global chair of
public affairs at Edelman. She has more than 23 years
of public affairs and political research experience and
specializes in multi-market issue advocacy and
corporate positioning including issue-based
communications, issue advocacy, and trade association
creation, strategy and management. Her client
experience focuses on the FMCG businesses and
includes Mars, the World Trade Organisation, Unilever,
the Coca-Cola Company, Mead Johnson Nutrition,
Danone Group, Danone Baby Nutrition, and others.
Prior to joining Edelman, Stephanie worked for APCO
Worldwide in London for nearly nine years where she
built and managed APCO Worldwide’s global Food &
Consumer Products practice internationally as well as
the firm’s new business function for Europe, Middle East,
Africa and India.
Stephanie has authored articles in the field of
international public affairs and corporate reputation and
was honoured by HRH Queen Elizabeth in 2003 as a
Pioneer to the Life of the Nation. She is also an active
presenter and moderator at international conferences.
The Social Policy Team
Edelman's Public Affairs practice uses stakeholder opinion insights, deep issue analysis, creative
storytelling and digital campaigning to create a positive environment for public engagement and
help shape better policy outcomes. The team has a deep and sophisticated understanding of
global politics. Several Edelman Public Affairs experts provided expertise and served as advisors
on the development of our model of Populist Action.
Gustavo Bonifaz
Gustavo is a Senior Account Manager in
Edelman’s Public Affairs practice, specialising in
comparative global politics and policy analysis. Gustavo
is a researcher on the Edge global model for the practice
of Public Affairs.
Prior to joining Edelman Gustavo earned a PhD in
Political Science at the London School of Economics,
where he also obtained a Msc. In Comparative Politics
(Latin America).
Kristin Heume
Kristin is the global public affairs team’s
global development manager. She designs and delivers
multi-market advocacy and engagement strategies, and
advises clients on business-critical issues.
Prior to joining Edelman, Kristin worked at APCO
Worldwide where she focused on issues and crisis
counsel as well as managing multi-market campaigns in
the aviation, food, tourism and international
public sectors.
Kristin holds a double Master’s degree in Global Media
and Communications from the London School of
Economics (MSc) and the University of Southern
California (MA), as well as a Bachelor of Arts in
European Studies and Economics from the University of
Osnabrück, Germany, with a stint at Aarhus
University, Denmark.